Research On Human Resource Allocation In Multi Project Management

Since the beginning of the 21st century,with the development of China’s reform and opening up and socialist market economy,more and more software companies have grown in size and diversified in business types.There are many internal projects within the company,and most projects have the same business background,but personalized requirements are also relatively high for different customers.Companies generally establish project teams for different projects and appoint project managers to be responsible for them,with little correlation between different project teams,And dispersed in different office locations,this makes each project team act independently,resulting in poor resource sharing and limited information exchange between project teams,which to some extent leads to a waste of company resources,especially human resources.The absolute leadership of the project manager results in significant differences in the management style of the project team due to different leaders,which also indirectly affects the company’s unified management and configuration of multiple projects.This article adopts a combination of multi project management theory and human resource allocation theory to provide an optimization solution for the human resource allocation problem of A Software Service Company.Firstly,the article analyzes the current human resources situation of Company A from three aspects:employee position structure,employee age structure,and employee education structure.Using survey questionnaires and manager interviews,the article summarizes the problems in the company’s current human resources allocation,including①a lack of awareness of unified management of multiple projects;②mismatched personnel ratios in the project team③Unreasonable prioritization of multiple project teams ④Insufficient optimization of company organizational structure⑤Lack of necessary training for employees.Secondly,the document utilizes project management theory and human resource allocation theory to analyze the reasons for the problems:①incomplete personnel allocation system for multi-project management;②lack of multi-project priority evaluation system;③project-based organizational structure affecting the efficiency of human resource allocation between project teams;④inadequate company training system.Finally,this article summarizes a suitable human resource allocation optimization plan for Company A based on theories such as multi project management theory,human resource allocation theory,multi project priority evaluation method,human resource classification and grading management system,and balanced scorecard principle.Firstly,introduce a matrix organizational structure and establish a project management team,establish a project priority evaluation system,introduce a human resource classification and grading management system,so that projects can be reasonably and scientifically evaluated for priority,talents can be reasonably classified and graded for management,and establish a company talent pool to improve the talent training system.Finally,integrate the above optimization points to form a suitable human resource allocation process for Company A.This article studies the optimization plan for human resource allocation in multi project IT service companies,summarizes and organizes the process of human resource allocation in multi project management for such companies,follows the principle of dynamic allocation,achieves the matching of personnel and positions,and achieves the goal of stimulating employee enthusiasm and improving the overall profitability of the company.At the same time,it provides a certain theoretical reference and application experience for the construction of human resource allocation systems in similar enterprises.